On the issue of how to develop strategies, it is common to think about the various market opportunities that firms may face and then plan on how to take advantage of them. Unfortunately, while such approaches are quite important, to be successful, enterprises need to consider much more. After all, it makes no sense to design strategies without taking into account the reactions of competitors, ignoring organizational culture and capabilities. It is also unwise to waste businesses if they fail to take full advantage of their strengths。
Managing master henry mintzberg believes that it is very difficult to get the right strategy. In order to help businesses think more deeply about strategies, müntzberg first presented a strategy 5p model in 1987, which addresses the concept of an enterprise strategy from five perspectives:
Planning/planning (plan)
Planning/strategy/tools (ploy)
Mode (pattern)
Positioning
Perceptive。
By understanding and looking at strategies from different perspectives, enterprises can develop more robust business strategies that take full advantage of organizational strengths and capacities. This will be followed by a detailed presentation of the 5p model and related tools that can be used。
Strategy is a plan
The plan is a conscious, predictable, organized operational process and a way to satisfy managers and staff to be comfortable with their natural problems. Plans are an important part of the strategy-setting process, and as such, this is usually the default and spontaneous approach of enterprises to design, identifying options through brainstorming and planning how to implement them。
Tools such as pest analysis, swot analysis and brainstorms are often used to help businesses think about and identify potential opportunities, while change management and project management tools are used to support the implementation of enterprise strategies。
However, it is not enough for an enterprise to have the capacity to plan strategically; it also needs four other angles of the strategy to work。
Strategy is a plan
Münzberg sees becoming a stronger competitor as part of the strategy, so that firms can use tools and strategies to influence competitors by disrupting, discouraging, obstructing or otherwise. That is why strategy is also a plan。
For example, a food groceries chain has declared its intention to expand its stores to prevent competitors from entering the region; and, for example, a communications company may buy all relevant technology patents to prevent competitors from using them to introduce competitive products。
Impact analysis (impact analysis) and scenario analysis (scenario analysis) tools can help enterprises explore possible future competition scenarios. Game theory is a powerful tool for mapping how competition “plays” will unfold, helping firms to overcome their competitors through self-positioning。
Strategy is a model
Strategic plans and strategies are subject to a well-thought-out process. But sometimes strategies can also be derived from past organizational behaviour. At this time, the strategy is not a deliberate choice, but a coherent and successful business approach. For example, one manager decided to further refine the already excellent client support process, although he did not deliberately choose to create a strategic advantage for the enterprise, but his mode of action clearly helped the enterprise to strengthen the strategic advantage。
In order to effectively apply this element of the strategy 5p model, attention needs to be paid to the various models that are visible in the team and organization. Subsequently, the question was raised as to whether the models had become an implicit part of the enterprise strategy and how they should affect the development of the enterprise strategic plan。
Strategy is a location
“lituation” is another way of defining a strategy, for an enterprise to determine its place in the market. In this regard, the strategy helps enterprises to test organizational compatibility with the environment and to build sustainable competitive advantages. For example, an enterprise's strategy may include the development of a niche product to prevent competition or the emergence of many market competitors by providing differentiated services。
When businesses think about strategic positioning, it will be useful to understand the “big picture” of the organization. To this end, tools such as pest analysis, porter diamond theory, and five-power analysis can help businesses to analyse the existing environment and identify where they have advantages and may face problems。
It is important to note that “strategy is a positioning” has many overlapping elements with other elements of the 5p model, for example, enterprises can also obtain the desired positioning through planning and the use of policies. But there is no need to worry about these overlaps, but to maximize value through different approaches。
Strategies are a concept
The organization's choice of strategy usually depends heavily on the organizational culture, just as behavioural models can evolve into strategies, thinking can shape the organization's perception and aspects of organizational excellence。
For example, an organization that encourages staff risk-taking and innovation may focus on innovative product development, which is also the main driving force behind its strategy. In comparison, an organization that emphasizes reliable data processing procedures may follow the strategy of using outsourcing arrangements to provide services to other organizations。
In order to obtain an in-depth understanding of organizational perspectives, enterprises can use a number of diagnostic tools for the analysis of business culture。
Application of 5p models
In developing a sound and successful strategy, the 5p model needs to be seen as a variety of perspectives for thinking on strategies, rather than as an attempt to use 5p as a series of processes that can be followed. In developing strategic planning, the 5p model could play a particular role in the following three components:
The information and analysis required for strategy development should be collected to ensure that all relevant factors are taken into account
When initial ideas are presented, they are used to test whether they are realistic, operational and sound
Final testing of strategies developed is used to remove inconsistent or unthought-out elements。
The application of the 5p model at these three stages will highlight potential problems in the strategy and avoid negative implications for its implementation in the future. After all, it is far better to identify these issues at the strategic planning stage than to discover the shortcomings of the strategy from the outset after several years of investment in millions of dollars。
In general, understanding and using each of the elements of the 5p model can help enterprises build sound, operational and achievable business strategies: as a plan, strategies need to be developed in advance and purposely; as a plan, strategies are a means of transcending competitors; as a model, strategies will lead firms to become aware of models that have brought success to enterprises in the past and can lead them to future successes; strategic positioning emphasizes how organizations are linked to a competitive environment and how products are unique on the market; and strategic thinking emphasizes the substantive impact of organizational culture and group thinking on corporate strategic decisions。
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